Workforce agility in startup employees: The role of psychological empowerment, emotional intelligence and job autonomy

Objective –This study has two goals: to investigate the impact of employee participation on WA, and to analyse how PE affects EI and WA at Universitas Katolik De La Salle Manado.Methodology –The sample consists of 110 lecturers from Universitas Katolik De La Salle Manado, with the study using EI, WA, and PE as the main variables for generating hypotheses to be tested via moderating regression analysis.Results –This study's results demonstrate that EI positively influences WA and is moderated by PE at Universitas Katolik De La Salle Manado.Research limitations/implications –This study suggests that Indonesian higher education institutions should prioritize EI and PA practices. This can be achieved through decision-making opportunities, training programs, autonomy, and employee recognition. The interaction between these factors does not significantly explain WA variance. Organizations should focus on individual implementations to maximize their impact. Further research is needed to explore other moderating variables and alternative models.Novelty/Originality –The study examines the relationship between EI, PE, and WA in Indonesian higher education institutions, expanding on previous research on these dimensions.

This era currently has become a more competitive and volatile environment. Companies must be invariably innovative, adaptive, and open to any changes. Constant learning and being psychologically enabled at work will lead the employees to be agile. The purpose of this research is to examine the relationship between organizational learning and workforce agility with the moderation of psychological empowerment. This study used a quantitative approach by distributing an online survey to the employees that work in commerce companies with N= 138 people. The research data obtained were then analyzed using descriptive statistics, confirmation factor analysis (CFA), and structural equation modeling (SEM). The results showed that organizational learning has a positive and significant relationship with psychological empowerment. Psychological empowerment has a positive and significant relationship with workforce agility, and psychological empowerment fully moderates the relationship between organizational learning and workforce agility. Based on the results of this study, psychological empowerment has an essential role in organizational learning to increase labor agility.

PurposeRecognizing that very less number of research has been conducted on workforce agility, the current research aimed to examine the impact of organizational practices in the form of organizational learning and training, compensation, involvement, team work and information system (IS) on workforce agility. Influenced by the “Black Box” approach, the study also examined the role of psychological empowerment as a mechanism mediating the relationship between organizational practices and workforce agility.Design/methodology/approachThe study has been conducted in selective Indian industries, representing manufacturing and service sector across public and private sectors. Quantitative and qualitative data have been collected from both executives and non-executives through reliable instruments validated in Indian context. Data have been analyzed using descriptive analysis, canonical correlation analysis and multiple regression.FindingsFindings that organizational practices significantly related to workforce agility prove that organizational practices are capable of improving the agile attributes and behavior of the workforce. In detail, team work has the greatest influence on workforce agility, followed by Reward system, employee involvement, organizational learning and training and ISs. Further, the study result also proved the mediating role of psychological empowerment between organizational practices and workforce agility.Practical implicationsOrganizations are to design practices related to organizational learning and training, compensation, involvement, team work and IS and implement them efficiently and effectively to enable agility within the workforce, as an agile workforce can only respond proactively to a volatile, uncertain, complex and ambiguous business environment. Further, the result also suggests that managers should design the organizational practices capable of enhancing psychological empowerment, as the combination can deliver better workforce agility.Originality/valueThe research is useful considering very less number of research on workforce agility.

In this era, employees are required to have the ability to respond and adapt quickly to change, known as workforce agility. This study aims to explain the dimensions and factors that can affect workforce agility. The research was conducted by systematic literature review (SLR), using PRISMA (Preferred Reporting Items for Systematic Review and Meta-Analysis) and Bibliometric methods to filter topics, subtopics, and journals that fit the criteria. 42 journals were obtained from the database, namely Sciencedirect, Emerald, PubMed, Google Scholar, Semantic Scholar, and Mendeley Web Importer. Based on the results of research that has been done, workforce agility is influenced by Psychological Empowerment (18%), Leadership (14%), Organizational Culture (10%), Workplace Spirituality (10%), Enterprise Social Media (ESM) (9%), Knowledge Management (8%), Organizational Learning (7%), Innovative Work Behavior (7%), Emotional Intelligence (3%), and Job Satisfaction (2%). Employees who have high agility are usually adaptable to changing situations, tasks, and new technologies, and are able to work in a variety of dynamic conditions.

The energy sector is undergoing significant transformation induced by environmental changes and increasing pressure from stakeholder groups. In order to quickly seize opportunities in the unpredictable contemporary business environment, leaders increasingly face the challenge of ensuring an appropriate level of organisational agility, achieved through workforce agility. In striving to achieve workforce agility, responsible leaders should consider the intrinsic motivation oriented towards work, how it affects a team's performance, and the level of its involvement. Based on studies that combine leadership, empowerment, and agility, we analyse whether and how responsible leadership and psychological empowerment support workforce agility in the energy sector firms. Using structural equation modelling, we analyse data gathered from a group of 187 managers and experts. The results support a hypothesised relationship between leadership focused on responsible management, psychological empowerment, and workforce agility. The survey reveals that a combination of responsible leadership and psychological empowerment affects workforce agility.

Purpose: The objective of this study is to investigate the impact of work engagement and psychological empowerment as moderator variables on workforce agility in the State Civil Apparatus of organisation X. Design/methodology/approach: This study is quantitative and uses the Moderation Regression Analysis (MRA) technique with the SPSS 23 application. The measuring instruments used are the Workforce Agility Scale (Sherehiy, 2008) to measure workforce agility, the Psychological Empowerment Scale (Spreitzer, 1995) to measure psychological empowerment, and the UWES-17 (Schaufeli & Bakker, 2004) to measure work engagement. Findings: The findings of the study reveal a significant positive relationship between work engagement and workforce agility. Psychological empowerment can have a positive effect on the regression value as a moderator. Research limitations/implications: To enhance and optimize research results, additional methods are required to obtain in-depth information. Future research should conduct interviews with relevant parties to ensure and strengthen the phenomenon under study. Paper type: Research paper

This study aims to determine the Influence of Workforce Agility and Workplace Spirituality on Psychological Empowerment of School Teachers in Digital Era. This study uses a quantitative correlational method with a total sample of 170 samples selected using the simple random sampling method. This study used three measuring instruments, namely the Psychological Empowerment Scale, Workforce Agility Scale, and Workplace Spirituality Scale. The results show that there is an influence between workforce agility and psychological empowerment with a sig. value of 0.027 <0.05. Furthermore, it shows that there is an influence of workplace spirituality on psychological empowerment with a sig. value of 0.00> 0.05. Then simultaneously the results obtained are that there is an influence between workforce agility and workplace spirituality on the psychological empowerment of school teachers in digital era with a sig. value of 0.000 <0.05. In this study, workforce agility provides an effective contribution of 5.9%. Meanwhile, the workplace spirituality variable provides an effective contribution of 37%, which means that both variables have a positive influence on psychological empowerment of school teachers in digital era.

Unpredictable, dynamic, and constantly changing environments require an ‘agile organization.’ The notion of an agile workforce has been discussed as critical to creating an agile organization. Despite the increasing recognition that workforce agility is critical to achieve competitiveness, the concept of workforce agility has not yet been systematically studied. The current research has been proposed on the assumption that employee cognition can support agile attitude and behavior. The research has been conceptualized considering psychological empowerment as an important employee cognition capable of promoting workforce agility. Following the Spreitzer, psychological empowerment, in the form of meaningfulness, self-determination, competence, and impact, has been proposed as facilitators of workforce agility. Our result supports the conceptualization implicit in the literature and suggests that psychological empowerment must be considered as an important aspect of an organization’s effort to foster workforce agility. Further, from among the psychological empowerment variables, impact is the most influential variable followed by self-determination, meaning and competence on workforce agility. While the study result agrees with few cognitive theories such as self-determination theory, job characteristics theory, and sensemaking theory, the result has important managerial implications.

This study aims to analyze the influence of bureaucratic leadership and organizational culture in public service on workforce agility mediated by psychological empowerment in East Kalimantan. This is an explanatory survey of local government organizations/LGOs in East Kalimantan with an observation unit, consisting of 238 employees who were selected randomly. Data analysis was then carried out using the covariant SEM procedure. The results showed that workforce agility was influenced by leadership and organizational culture. Therefore, leaders who are able to maintain balance in local political dynamics, administrative demands, and running strategy execution are needed. This is because they can ensure the readiness of subordinates to participate in acceleration. Additionally, the organizational culture ensures the orientation of employees to workforce agility through an effective empowerment process. Psychological empowerment mediates the influence of bureaucratic leadership and organizational culture on workforce agility. Agility concept in the organization is one of the major focuses, and itsimplementation is a strategic and operational framework for public institutions. Integrating the idea of ​​agility, leadership, and workforce is a framework to design methods and taxonomies to set priorities for workforce agility in public institutions from a new public service perspective.

BackgroundThe nurse managers need to understand various leadership styles in order to support their staff and cultivate a work environment that enhances the psychological empowerment and work engagement of nurses. This research aimed to investigate the correlation between leader empowering behaviors, psychological empowerment, and work engagement in Iranian nurses. Additionally, the study looked at the role of psychological empowerment as a mediator in the connection between leader empowering behaviors and work engagement.MethodsDuring the period from September 2021 to February 2022, a research study with descriptive, cross-sectional, and correlational design was carried out. A sample of 198 nurses was obtained using a stratified proportional random sampling approach. The data collection tools included a demographic information, Leader Empowering Behaviors Scale (LEBS), Spreitzer’s Psychological Empowerment Scale, and Utrecht Work Engagement Scale-9 (UWES-9). The data was analyzed using descriptive statistics, Pearson correlation analysis, linear regression analysis, and structural equation model (SEM). Analysis of the data was performed using SPSS ver24 and AMOS ver24. The significance level considered for the study was < 0.05.ResultsThe average scores for leader empowering behaviors, psychological empowerment, and work engagement were 4.94, 5.64, and 3.94, respectively. According to the results, most nurses perceived high levels of leader empowering behaviors and psychological empowerment, while perceiving a moderate level of work engagement. Leader empowering behaviors had a positive and significant association with psychological empowerment (p < 0.001; β = 0.557; R2 = 0.307), and work engagement (p = 0.001; β = 0.245; R2 = 0.055). Also, psychological empowerment exhibited a positive and significant connection with work engagement (p < 0.001; β = 0.470; R2 = 0.217). Psychological empowerment was identified as mediating the relationship between leader empowering behaviors and work engagement (p = 0.001; R2 = 0.178).ConclusionNursing managers can provide the grounds to enhance work engagement of nurses via leader empowering behaviors and attempts for improving psychological empowerment.

PurposeThe study examined the influence of internal marketing orientation on employees’ innovative behaviour through the mediating role of workforce agility and the moderating role of psychological empowerment.Design/methodology/approachWe collected 731 valid responses from frontline employees in the hospitality industry in Ghana. The data were analysed using hierarchical regression analysis in SPSS.FindingsThe findings show that internal marketing orientation significantly influenced workforce agility and innovative behaviour. Also, workforce agility significantly influenced employee innovative behaviour. Again, the study found that workforce agility partially mediated the relationship between internal marketing orientation and employee innovative behaviour. Psychological empowerment significantly moderated the relationship between workforce agility and employees innovative behaviour.Practical implicationsIn order to promote agile behaviour and enhance innovative thinking when assigning tasks for company products and services, organisations should develop and implement suitable internal marketing orientation programmes and policies regarding opportunities for career growth, promotion and advancement.Originality/valueThis study offers timely empirical insights into how organisations can promote employee innovation, particularly in the hospitality sector, where human capital is imperative for service excellence and competitiveness.

Objective To determine the impact of emotional intelligence, resilience and psychological empowerment of clinical nurses on self-directed learning competence. Methods Totally 270 clinical nurses from six tertiary first-class hospitals in Tianjin City were investigated with Nursing Staff Self-directed Learning Competence Scale, Emotional Intelligence Scale, the Conner-Davidson Resilience Scale and Psychological Empowerment Questionnaire, and then, the datum was analyzed by professional statistical software. Results The total score of self-directed learning competence was (124.96±21.73) points, the total mean score was (3.68±0.64) points, while the mean score of different dimension from high to low was self-motivational belief (3.78±0.67) points, self-monitoring and regulation (3.65±0.69) points, task analysis (3.61±0.76) points, self-evaluation (3.47±0.72) points. The total mean score of emotional intelligence was (3.87±0.53) points, the total mean score of resilience was (2.74±0.54) points, the total mean score of psychological empowerment was (3.74±0.57) points. The total score and score of all dimensions of emotional intelligence, resilience as well as psychological empowerment were positively correlated to self-directed learning competence(r=0.269-0.650, P 0.05. Self-reliance, self-determination, emotional use, self-efficacy, perseverance were indicated as predictive factors of self-directed learning competence among clinical nurses, which explained 58.5 percent of the variance. Conclusions The self-directed learning competence of clinical nurses was at moderate level. The self-directed learning competence can be influenced by emotional intelligence, resilience and psychological empowerment. So we can enhance their self-directed learning competence by improving emotional intelligence, resilience and psychological empowerment. Key words: Nurses; Self-directed learning competence; Emotional intelligence; Resilience; Psychological empowerment

Small firms drive the economy but frequently falter due to a lack of knowledge and resources. To investigate the effect of emotional intelligence on workforce agility and performance, a research study was designed and conducted at six small entrepreneurial organizations based in India. Task performance, adaptive performance, and contextual performance comprised the workplace performance factors examined. The results indicated that workforce agility mediated the relationships between emotional intelligence and work performance, but only for adaptive and contextual performance, not for task performance. The study offers implications for proactive practices that entrepreneurial small businesses can adopt to enhance employee productivity, given the increasingly unstable business environment today. The study examined the relationship between workforce agility, emotional intelligence, and workforce performance in small entrepreneurial firms in India. Through the study of six such organizations, the study investigated three domains of group performance: task performance, adaptive performance, and contextual performance. The study revealed that workforce agility mediated the relationship between emotional intelligence and work performance, specifically adaptive and contextual performance, but not task performance. The findings offer implications for entrepreneurial small firms seeking to sustain or accelerate productivity and growth under turbulent business conditions.

The current study attempts to test the associations between the psychological empowerment, organisational commitment and turnover intentions amongst 293 middle-level executives handling technical profile. The sample respondents were from the Indian industrial sectors of information technology (IT) and telecom. The response rate to the survey was 83.71%. Means, standard deviation, correlation analysis and hierarchical regression analysis, using the SPSS 18 statistical package, are administered on the sample. Employees displayed a higher organisational commitment when they perceived an emotional bond with the organisation and this increases their likelihood to remain in the organisation. The findings show that psychological empowerment significantly affected the relationship between organisational commitment and turnover intentions and lower down the turnover intentions amongst executives by uplifting their commitment levels. The growing research on psychological empowerment has significant implications for practice in the Indian organisational setting as it significantly impacts organisational commitment and organisational outcomes. Organisations should work in the direction of providing its employees with a competitive work environment, meaningful jobs, autonomy, recognition, and challenges, in order to enhance their psychological empowerment. The study contributes to research on psychological empowerment, which has a great relevance in the ITC sector and contributes significantly in reducing the turnover rate of managers in the Indian context.

This study aims to determine the effect of psychological empowerment on labour agility in the State Civil Apparatus at Agency X. This questionnaire is based on the Labour Agility Scale and Psychological Empowerment Scale measures. The results of the regression test showed that psychological empowerment has a significant influence on workplace agility, with a large effect size of 56.2%. In addition, the descriptions of both variables, psychological empowerment and workforce agility, are categorised as moderate. The findings of this study are in line with previous research on the impact of psychological empowerment on employees of public and private sector companies in the manufacturing and services sectors in India.